a summer internship project report on.docx66666 repaired)
TRANSCRIPT
A Summer Internship Project Report on
Study of Private Label Brand of Big Bazaar
Submitted in partial fulfilment of the requirements for the degree of
Post Graduate Diploma in Management (Marketing)
By
PANKAJ KUMAR
(Roll No.-36)
Under the guidance of
Mrs. Gunjan Amitabh Ranjan
A Study Conducted for Big Bazaar
AtIndira Institute of Management
Tathawade, Pune 411033
(2010-12)
1
ACKNOWLEDGEMENT
Turning aspirations into reality is easier when quality people are supportive of ones
effort. We take this opportunity to express our sincere gratitude to all those who
contributed directly or indirectly towards completing this project.
Project work is an integral part of PGDM program and for that purposes we had
joined group what else can be as good as Future group, India's largest Retail group
With immense pleasure, I would like to present this project report for
Future Group – Big Bazaar(chinchwad). It has been an enriching experience for me
to undergo my summer training at Big Bazaar, which would not have possible
without the goodwill and support of the people around. As a student of Indira
Institute of management, pune, I would like to express my sincere thanks to all those
who helped me during my practical training programme.
Words are insufficient to express my gratitude towards Mr.Vinayak Bhivare the
Store Manager, Mrs. Krutika Sankhe, the HR manager of Big Bazaar, Mr.Sumit
Jain Operational Head of Big Bazaar also the staff of Big bazaar for their co-
operation. I am also grateful to my parents, my college sip guide Mrs. Gunjan
Amitabh Ranjan for encouraging & giving me moral support.
However, I accept the sole responsibility for any possible error of omission and
would be extremely grateful to the readers of this project report if they bring such
mistakes to my notice.
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EXECUTIVE SUMMARY
Learning is a continuous process and it is my great pleasure to get such an
opportunity to learn in way of project work. It gave us chance to get familiar with
working ways of real corporate world and to expand horizon of our knowledge.
The project assigned to us at Future group is an exercise in understanding and
implementing various concepts that we learnt during the Post Graduate diploma in
management Programme. This project helped us to gain knowledge about Private
Label Brands.
The concept Private Label Brand is very important for booming Retail Industry.
Future Group is live example of very well organized retail industry.
We welcome suggestions from every reader of this report.
Owing to the fact that before one sets out for the survey he/she should have a
thorough knowledge of the topic he/ she is assigned with , I as a survey person spent
my considerable time in knowing about the Big Bazaar Private label brand started
by the company and company policies, vision, mission etc.
After being reasonably conversant with the Customers and departments I slowly
started the task of setting the ball of customer interaction rolling. Customer’s
interaction was in the shape of Questionnaire. I distributed the questionnaire to
each Customer and after that I interact with the customer to know his behaviour
and satisfaction level. Data analysis & interpretation was followed by Findings &
Recommendations.
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Table Of Contents
SERIOL
NO. CHAPTER NAME PAGE NO.
1. Introduction of the study 5 - 10
2. Industry / Sector profile 11 - 19
3. Company profile 20 - 42
4. Literature survey 42 - 51
5. Objective and scope of the project 52 - 63
6. Research Methodology 64 - 70
7. Data Analysis And Interpretation, Observation And Findings
71 - 86
8. Suggestions and Recommendation 87 - 88
9. Conclusions 89 - 93
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CHAPTER -1
Introduction
5
Research on private label brands started with focus on explaining the choice of
private
label brands by simple demographics variables which later expanded into work on
attitudinal and behavioural characteristics of customers. However, all these studies
had
never tried to integrate demographic and psychographic variables to achieve a
higher
explanatory power, even though researchers had suggested that such a combination
is
likely to have a higher explanatory power. This paper, after a review of literature,
identifies the variables for private label brand proneness. This is followed by
mathematical explanation which provides the mathematical model using discrete
choice
modeling. The paper also provides operationalization of integrated model in
current
Indian retail scenario and concludes with explaining the limitations.
Growth of organized retail chain in India has also led to growth of private label
brands in
India. Indian economy has seen average growth rate of more than seven percent
since
1994, putting purchasing power in hands of customer. Though, initial growth of
private
label brands in India has been limited to certain categories like grocery and apparel,
it is
slowly expanding into other categories as well. The Indian retail market is the fifth
largest retail destination globally and has been considered the most attractive
emerging market for investment. Overall, the Indian retail market is growing at
30% annually, with the organized segment, which currently accounts for around
9% of the Indian retail market, registering above average growth of 30% (Report
6
on Indian retail industry by Cygnus, 2010). Thus, with growth of organized retail in
India, the private label brands are also expected to grow.
Research on private label brands has been of substantial interest to the marketing
managers and academics. The growth of private label brands in India presents an
interesting opportunity for the retail managers to understand the motivations
behind
choice of private labels. Previous work in choice of private label brands has
reviewed the
reasons from manufacturer’s and retailers’ point of view (Raju, Sethuraman, &
Dhar,
1992; Hoch & Banerji 1993, Dhar & Hoch 1997) as well as consumers’ point of view.
Previous work done in examining the work from consumers’s point of view started
with
focus on explaining the choice of private label brands by simple demographics
variables.
Later on, as the demographic variables had poor explanatory power, researchers
focused
their work on attitudinal and behavioural characteristics of customers to determine
the
choice of private label brands. However, all these studies had never tried to
integrate
demographic and psychographic variables to achieve a higher explanatory power,
even
though researchers had suggested that such a combination is likely to have a higher
explanatory power (Myers 1967, Baltas & Doyle 1998). In this paper, the objective
will
be to integrate the demographics and psychographics variables behind the choice of
private label brands.
These studies focusing on identifying the factors behind private label proneness
suggest
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the following:
• The demographic variables, though they were not able to explain customer
behaviour
with respect to private label purchase, were able to provide useful insights.
• The demographic variables important for customer behaviour for private brand
purchase were “age”, “education”, “income”, and “family size”.
• The psychographic variables were able to provide better explanation for private
brand
purchase by consumers.
• Based on the review of literature made earlier, the important variables included in
the
list of psychographic variables consisted of following:
-Purchasing experience (i.e. experience with private label brands, also called
private label brand familiarity)
-Differential response to marketing activities
-Consumer perceptions of the particular category (degree of perceived quality
variations, level of perceived risks, and perceived value for money)
- Differences in consumer needs
-Different product importance among consumers
-Price attitude
Future Group, India’s leading retailer, has private labels brands like Tasty Treat
(food,
snacks, cola and soft drinks), Premium Harvest (packaged pulses and rice), Fresh &
Pure
(food and staples), Clean Mate (homecare), and Care Mate (personal care products)
in its
stores. According to data from the Future Group, private label brands contribute
around
25% to the overall revenues generated from the FMCG business (The Economic
Times,
8
17 November, 2009). In the potato chips category, which is dominated by brands
such as
Frito lay, Future Group’s Tasty Treats has registered second place with an in-store
share
of 22%, falling back by a small margin (The Economic Times, 2 May, 2009). In the
ready-to-eat snacks category, driven by brands such as Haldiram’s, Tasty Treats
has become a top seller at the group’s Food Bazaar outlets with a 21% in-store
share . The Tasty Treats brand of cereals, which was introduced after fallout with
Kellog’s, has been able to capture 18% market share (in Future Group’s stores) for
cereals (The Economic . The company has lined up a series of brands to make an
entry into new categories such as organic and ethnic foods.
As part of this initiative, Future Group recently launched a differentiated
community food brand, Ektaa, to retail staples and foods category based on
cultural and geographical considerations. It plans to bring local products such as
wheat, cereals, papad, poha and rava to the Ektaa brand over the next year.
Future Group has successfully introduced private label brands in non-food
categories as well. The company’s Care Mate diaper brand has clocked a share of
about 41% in a category known to be built by brands such as Huggies (The
Economic Times, 2 May, 2009). In the toilet cleaner segment, Future Group’s Clean
Mate brand is now neck-toneck in market share with Harpic (who is leader in India
with 75 % market share) across its Big Bazaar stores (the group has forayed into
oral care with ‘Sachs’, a brand jointly developed with Sachin Tendulkar, world’s
leading cricketer. The retailers are pursuing different strategies for apparelsegment
as far as percentage share of private label brands in their stores is concerned. For
some players like Trent and Globus, the business is entirely driven by its private
label. Trent, from the Tatas, has developed a business model purely on private
labels in apparel under the Westside brand. Similarly, Globus - a multibrand retail
chain, became a single store label brand under its own name. On the other hand,
there are others like Shoppers’ Stop which believe in capping the percentage of
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private labels in apparel in spite of being one of the pioneers of private label concept
in India. Currently, 20 percent of apparel section at Shoppers Stop constitute of
private labels. Other players like Future group and Reliance Retail have a
mix of private label and national brands. Reliance Retail sells 14 private label
brands through its stores, which contribute almost 50% to its annual revenues in
apparel category .
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Chapter-2
11
Profile of Retail sector :
Retailing is emerging as a sunrise industry in India and is presently the largest
employer after agriculture. In the year 2004, the size of Indian organized retail
industry was Rs 28,000 Crores, which was only 3% of the total retailing market.
Retailing in its present form started in the latter half of 20th Century in USA and
Europe and today constitutes 20% of US GDP. It is the 3rd largest employer
segment in USA. Organized retailing in India is projected to grow at the rate of
25%-30% p.a. and is estimated to reach an astounding Rs 1,00,000 Crores by
2010. The contribution of organized retail is expected to rise from 3% to 9% by
the end of the decade. The projection for the current year ie 2005 is Rs 35,000
Crores. In India, it has been found out that the top 6 cities contribute for 66% of
total organized retailing. With the metros already been exploited, the focus has
now been shifted towards the tier-II cities**. The 'retail boom', 85% of which
has so far been concentrated in the metros is beginning to percolate down to
these smaller cities and towns. The contribution of these tier-II cities to total
organized retailing sales is expected to grow to 20-25%. In the year 2004, Rs
28,000 Crores organized retail industry had Clothing, Textiles & fashion
accessories as the highest contributor (39%), where as health & beauty had a
contribution of 2%. Food & Grocery contributed to 18% whereas Pharma Retail
had a contribution of 2%. Pantaloon Retail (India) Limited, is India’s leading
retailer that operates multiple retail formats, the company operates over 5
million square feet of retail space, has over 450 stores across 40 cities in India
and employs over 18,000 people.
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INDIAN RETAIL SCENARIO
OVERALL INDIA VIEW
Area(`000 sq km) =3,300
Population(million) =1,095
Medium Age =25 years
Government Type =Federal Republic
◊ Economic Overview : Indian is currently undergoing an economic revolution which is
generating fast-paced changes and development.
There is stable 8 % annual growth,
Rising foreign exchange reserves of close to USD 140 billion,
Consistent and flowing Foreign Direct Investment(FDI) of close to UDS 8 billion,
Export surge in excess of 20%.
This altogether enable the Indian economy to expand in coming years.
◊ Investment eccentric : With a rapidly expanding consumer base (private consumption
currently account for 61% of India’s GDP) and stabilized consumer price index rate
4.2%. India is now preferred investment destination and has surpassed the U.S to become
the second most favourable destination for FDI, in the world after China.
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FOREIGN DIRECT INVESTMENTS:
Foreign direct investment is opened to single brand retailers.
Steady increase in FDI
2002 2003 2004 2005
FDI (INR m) 273530.2 201379.6 248062.4 295293.4
FDI (FDI bn) 5.6 4.3 5.5 6.7
Source : EIU, July 2006
DEMOGRAPHICS AND CONSUMER BEHAVIOUR
• A growing population, a youthful workforce and soaring consumer confidence are solid
argument for long term growth.
A growing population, a youthful workforce and soaring consumer confidence are
solid argument for long term growth.
India’s population in 2005, is estimated to 1095mn. By 2016, India will have
second highest population in world after China.
2002 2003 2004 2005
Population
(mn)
1049.7 1065.1 1080.3 1095.2
More than 50% of the India’s Population is less than 25 years of age compared to others
developed countries.
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Age profile
% of total
population
1999 2004 2009 Trend
0-14 years 34.0 31.7 29.6 ↓
15-64 years 61.4 63.5 65.2 ↑
Over 65 years 4.6 4.8 5.2 ↑
Source : EIU, July 2006
MAJOR RETAIL PLAYERS
Comprised of organized and traditional retail formats,Indian Retail market is
estimated to be worth USD 350 billion.
o Organised Retail is estimated at USD 8 billion. Organised Retail is growing
at over 30% annually.
o Of India’s 12 million retail outlets, more than 80% are operated by small
family business using household labour.
o The retail industry represents 13% of GDP and accounts for 6% of India’s
work force.Burgeoing growth rate in the retail industry are attributed to
growth in India economy, rising income and changing consumption and
expenditure patterns.
TOP MAJOR RETAIL PLAYERS
Retailer Existing Brand No.of Total Total Expansions
15
formats Names Stores Retail
Space(‘000
sq ft)
Sales
2004-
05(USD
mn)
Plans
Pantaloon
Retail
Indian Ltd
Department
store
Pantaloon 13 1,948 241 Invest around
USD125 mn
between
FY06-FY08.
Open 80-100
more stores
across
formats.
Hypermarket Big Bazaar 18 N/A N/A Triple total
Retail area by
FY08 to 6.5
mn Sq. ft.
Supermarkets Food
Bazaar
9 N/A N/A Enter into
Furniture and
home
retailing.
Seamless Malls Central 3 N/A N/A
RPG
Retail
Hyper markets Spencer’s 3 480 96 Open 21
hypermarkets
and
supermarkets
Music Stores Music world 225 N/A N/A Open another
100 Music
Stores in
FY08.
16
Super markets Spencer’s 49 N/A N/A
Shopper’s
Stop Ltd.
Department
stores
Shopper’s
Stop
20 1000 96 Add 2 mn Sq.
Ft. of Retail
Space in
FY08
Books &
Music Stores
Crosswords 33 N/A N/A Entering
Hypermarket
format, 18
Stores
planned by
FY08
Home
furnishing
Home Stop N/A N/A N/A Setting up
Speciality
Stores for
Home
Solutions.
Landmark
Group
(Based in
Dubai)
Department
Stores
Lifestyle 8 370 67 Set up 25 New
Departmental
stores by
FY08. Invest
USD 65mn
over next 5
years.
Trent
India Ltd
Department
Stores
West side 19 350 52 Add 640,000
sq.ft. of Retail
Space.
17
Hypermarkets Star India
Bazaar
1 N/A N/A Open 17
Stores under
the
departmental
and
Hypermarket
formats by
FY08.
Books &
Music Stores
Land Mark 4 N/A N/A
Upcoming Malls in India (till 2012)
Metropolitan Cities No. of Malls
National Capital
Region
82
Mumbai 28
Hyderabad 18
Bangalore 11
Kolkata 12
Chennai 6
Sub Total 157
Mini Metropolitan
Cities
No. of Malls
Pune 13
Ahmedabad 6
Tier II Cities 81
Total ----
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Let us look at the evolution process
Detailing reasons why Indian organized retail is at the brink of revolution, the IMAGES-
KSA report says that the last few years have seen rapid transformation in many areas
and the setting of scalable and profitable retail models across categories. Indian
consumers are rapidly evolving and accepting modern formats overwhelmingly. Retail
Space is no more a constraint for growth. India is on the radar of Global Retailers and
suppliers / brands worldwide are willing to partner with retailers here. Further, large
Indian corporate groups like Tata, Reliance, Raheja, ITC, Bombay Dyeing, Murugappa
& Piramal Groups etc and also foreign investors and private equity players are firming
up plans to identify investment opportunities in the Indian retail sector. The quantum of
investments is likely to skyrocket as the inherent attractiveness of the segment lures more
and more investors to earn large profits. Investments into the sector are estimated at
INR 2000 - 2500 Crore in the next 2-3 years, and over INR 20,000 Crore by end of 201
19
Chapter -3
20
Company Profile:-
Future Group
Future Group is India’s leading business group that caters to the entire Indian
consumption space. Led by Mr. Kishore Biyani, the Future Group operates through six
verticals: operates through six verticals: Retail, Capital, Brands, Space, Media and
Logistics.
Apart from Pantaloon Retail, the group’s presence in the retail space is complemented
by group companies, Indus League Clothing, which owns leading apparel brands like
Indigo Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that
operates Blowing Co, Sports Bar and Brew Bar ,
The group’s joint venture partners include French retailer ETAM group, US-based
stationary products retailer, Staples and UK-based Lee Cooper. Group Company,
Planet Retail, owns and operates the franchisee of international brands like Marks &
Spencer, Next, Debenhams and Guess in India. The group’s Indian joint venture
partners include, Manipal Healthcare, Talwalkar’s, Blue Foods and Liberty Shoes.
Future Capital Holdings, the group’s financial arm, focuses on asset management and
consumer credit. It manages assets worth over $1 billion that are being invested in
developing retail real estate and consumer-related brands and hotels. The group has
launched a consumer credit and financial supermarket format, Future Money and soon
plans to offer insurance products through a joint venture with Italian insurance major,
Generali.
The group is currently developing over 50 malls and consumption centres across the
country and has formed a joint venture company focusing on mall management with
Singapore-based CapitaLand, one of Asia’s largest property companies Future Group’s
vision is to, “deliver Everything, Everywhere, Every time to Every Indian Consumer in
21
the most profitable manner.” The group considers ‘Indian-ness’ as a core value and its
corporate credo is - Rewrite rules, Retain values.
“Future” – the word which signifies optimism, growth, achievement, strength, beauty,
rewards and perfection. Future encourages us to explore areas yet unexplored, write
rules yet unwritten; create new opportunities and new successes. To strive for a glorious
future brings to us our strength, our ability to learn, unlearn and re-learn our ability to
evolve.
The motto of Future Group, to not to wait for the Future to unfold itself but create
future scenarios in the consumer space and facilitate consumption because consumption
is development. Thereby, it will effect socio-economic development for their customers,
employees, shareholders, associates and partners. Their customers will not just get what
they need, but also get them where, how and when they need. They are not just posting
satisfactory results, they are writing success stories.
Future Group conglomerate
Future Group has six business pillars:
Future Retail
All the retail lines of business like food fashion and home will come under this vertical.
Future Brand
Custodian of all the present and future brands that are either developed or acquired by
the group.
Future Space
Will have a presence in property and mall management.
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Future Capital
Will provide consumer credit and micro finance services, including marketing of MFs
and insurance policies, and management of real estate and consumer fund.
Future Media
Will focus on revenue generation through effective selling of retail media spaces.
Future Logistic
To drive efficiencies across businesses via better storage and distribution.
GROUP VISION:
Future Group shall deliver Everything, Everywhere, Every time for Every
Indian Consumer in the most profitable manner.
GROUP MISSION:
Future Group shares the vision and belief that their customers and stakeholders shall
be served only by creating and executing future scenarios in the consumption space
leading to economic development.
They will be the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments - for classes and for masses.
They shall infuse Indian brands with confidence and renewed ambition.
They shall be efficient, cost- conscious and committed to quality in whatever they do.
They shall ensure that their positive attitude, sincerity, humility and united
determination shall be the driving force to make them successful.
CORE VALUES:
Indian ness: Confidence in themselves.
Leadership: To be a leader, both in thought and business.
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Respect and Humility: To respect every individual and be humble in their
conduct.
Introspection: Leading to purposeful thinking.
Openness: To be open and receptive to new ideas, knowledge and information.
Valuing and Nurturing Relationships: To build long-term relationships.
Simplicity and Positivity: Simplicity and positivity in their thought, business
and action.
Adaptability: To be flexible and adaptable, to meet challenges.
Flow: To respect and understand the universal laws of nature.
Major Milestones
1987 Company incorporated as Menz Wear Private Limited. Launch of Pantaloons
trouser, India’s first formal trouser brand.
1991 Launch of BARE, the Indian jeans brand.
1992 Initial public offer (IPO) was made in the month of May.
1994 The Pantaloon Shoppe – exclusive men’s wear store in franchisee format
launched across the nation. The company starts the distribution of branded
garments through multi-brand retail outlets across the nation.
1995 John Miller – Formal shirt brand launched.
1997 Pantaloons – India’s family store launched in Kolkata.
2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain
launched.
2002 Food Bazaar, the supermarket chain is launched.
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2004 Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ - India’s first
seamless mall is launched in Bangalore.
2005 Fashion Station - the popular fashion chain is launched all – ‘a little larger’ -
exclusive stores for plus-size individuals is launched
2006 Future Capital Holdings, the company’s financial arm launches real estate
funds Kshitij and Horizon and private equity fund in division. Plans forays into
insurance and consumer credit
Multiple retail formats including Collection Furniture Bazaar, Shoe Factory,
E-Zone, Depot, and futurebazaar.com and are launched across the nation.
Group enters into joint venture agreements with ETAM Group and Generali
AWARDS
Indian Retail Forum Awards 2008
The INDIASTAR Award 2008
Retail Asia Pacific 500 Top Awards 2008
Coca-Cola Golden Spoon Awards 2008
The Reid & Taylor Awards For Retail Excellence 2008
Platinum Trusted Brand Award Images Retail Award 2005,06
DLF Award 2004
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BOARD OF DIRECTORS
Mr. Kishore Biyani, Managing Director
Mr. Gopikishan Biyani, Whole Time Director
Mr. Rakesh Biyani, CEO – Retail
Ved Prakash Arya, Independent Director
Mr. Shailesh Haribhakti, Independent Director
Mr. S.Doreswamy, Independent Director
Dr. D.O.Koshy, Independent Director
Ms. Anju Poddar, Independent Director
Ms.Bala Deshpande, Independent Director
Mr.Anil Harish, Independent Director
26
Different Formats of Future Group
Format -1
Pantaloon Retail (India) Limited, is India's leading retail company with presence across
multiple lines of businesses. The company owns and manages multiple retail formats
that cater to a wide cross-section of the Indian society and is able to capture almost the
entire consumption basket of the Indian consumer. Headquartered in Mumbai
(Bombay), the company operates through 5 million square feet of retail space, has over
331 stores across 40 cities in India and employs over 17,000 people. The company
registered a turnover of Rs. 2,019 crore for FY 2005-06.
Pantaloon Retail forayed into modern retail in 1997 with the launching of fashion retail
chain, Pantaloons in Kolkata. In 2001, it launched Big Bazaar, a hypermarket chain that
combines the look and feel of Indian bazaars, with aspects of modern retail, like choice,
convenience and hygiene. Food Bazaar, food and grocery chain and launch Central, a
first of its kind seamless mall located in the heart of major Indian cities, followed this.
Some of its other formats include, Collection (home improvement products), E-Zone
(consumer electronics), Depot (books, music, gifts and stationary), all (fashion apparel for
plus-size individuals), Shoe Factory (footwear) and Blue Sky (fashion accessories). It has
recently launched its retailing venture, future bazaar.com
Background: Founded in 1987 as a garment manufacturing company, the company
forayed into modern retail in August 1997 with the launch of its first department store,
Pantaloons in Kolkata.
Listing: Pantaloon Retail is a listed company on the Bombay Stock Exchange (BSE,
Scrip Code: 523574) and National Stock Exchange (NSE, Symbol: PANTALOONR).
27
Format-2
CENTRAL
Central, the showcase seamless mall concept is
one of the more popular offerings in the lifestyle segment that celebrates shopping in
India. During the year, Central capitalized on its positioning of being a destination where
citizens can just come and unwind, whether it’s for shopping for a wide range of national
and international brands, enjoying their favourite cuisine at the multiple specialty
restaurants and food courts or watching the latest movie releases at the in-house
multiplexes.
The most reputed brands are showcased in Central. It is also emerging as the destination
of first choice for new fashion brands in India. Central assures better visibility, instant
recognition, good quality and commercially viable space on the basis of the optimum
space utilization concept, taking the brand closer to the consumer. With brands within
Central competing against the best brands in the country, it also allows benchmarking for
these brands.
The coming year will also witness many new concepts being introduced at all
Central malls. Some of these concepts include communications (Mort and Gen M),
electronics (E-Zone), furniture and accents (Collection I), fitness equipments and wellness
zones, books, music, gifts & stationery (Depot) and fine dining restaurants etc. Some of
the new alliances that the group has entered into, like Etam, Lee Cooper and Gini & Jony
will also share space within all Central malls.
Format-3
PLANET RETAIL
28
A young and emerging India is also eager to experience international brands. We sensed
this opportunity some time back and have built a strong portfolio of international brands
through our strategic partnership with Planet Retail Holdings Pvt. Ltd. The alliance with
Planet Retail provides access to international fashion retail chains like Marks & Spencer,
with 9 stores at present; Guess the US brand that has 12 retail stores currently, and the
Spanish brand Women’s Secret which is retailed through 2 outlets. Planet Retail also has a
multi-brand international sportswear format under the brand ‘Planet Sports’. The
company is the sole licensee for sportswear brands such as Converse, Spalding and the
Athlete’s Foot the venture has also launched other formats like Sports Warehouse,
Accessorize, Monsoon, Next, and Debenhams.
Format-4
Depot
This largely untapped unorganized market for books
and music with very few players, throws up an
enormous opportunity; something that prompted
Pantaloon to make its foray through its own format, Depot in 2005-06. Located as stand-
alone stores and within most Pantaloons, Central and Big Bazaar retail formats, Depot’s
vision is to be a one-stop shop where customers will find an extensive range of books,
multimedia, toys, gifts and stationery, thereby transforming the way books, music,
multimedia and gifts are bought, sold and perceived in India. This would be made
possible by the creation of a portfolio of exclusive titles, an Indian experience while
shopping and connecting with the mind and soul through different languages, ideas and
tunes.
Books, Music and Gifts
29
Reading as a habit is ingrained into the Indian psyche from time immemorial. However,
it is being increasingly associated with a select few. The company believes that existing
formats in the segment offer an intimidating environment that alienates the masses. The
company has therefore taken this initiative of launching a chain of books, music and gifts
stores that will once again democratize the reading habit in the country. The company
believes that with 1.2 billion people, the habit of reading can become a strong business
proposition. Depot seeks to work with communities in and around the area where it is
located and hopes to attract the entire family to spend quality time together. It is focusing
on the introduction of old classics and books in regional languages with an objective to
make these affordable to a mass audience.
Format-5
Fashion Station
Fashion Station, which represents the company’s offering of the latest in fashion for the
masses, has met with reasonable success since its launch in 2004-05. These thematic
stores that offer the most contemporary in fashion and accessories, is another of the
value added propositions that Pantaloon seeks to offer. The aspirational mass of
consumers who are bombarded with the latest in style through media penetration,
hedonism and peer emulation, need an outlet that meets their requirements of trendy,
latest and yet affordable fashion. Fashion Station is positioned to meet their
requirements, and thereby take fashion to the masses.
Format-6
Home Improvement
Some of the key factors contributing to growth
in the housing sector in India are increasing
purchasing power increasing number of nuclear families, softer interest rates, easy
availability of finance schemes and an overall real estate boom across the country. There
is a shortage of more than 33 million dwelling units. With the average age of a homebuyer
reducing from 50 to sub-30, 4 million new homes are being bought annually. With every
30
house, a dream is planted to decorate the house. And this creates a demand for furniture,
electronics and home improvement products. Modern retail is ideally placed to capture a
significant chunk of consumer spend made by a new homebuyer. The market for home
décor and improvement is largely unorganized and hence a new homeowner has to
literally visit several markets and stores for meeting his home needs. This was the
opportunity that Pantaloon perceived and the reason why it entered the Rs. 90,000 crore
home solutions market in 2004-05. With its presence in the modern retail and consumer
space, this new concept was an opportunity for the company to leverage its experience
and offer the consumer an alternative solution to canalize his consumption needs.
In the Rs.25000 crore consumer durable industry, which is
growing at nearly 6 per cent every year, E-Zone has
already emerged as a force to reckon with. This lifestyle retail format offers a never
experienced before environment for shopping for the best in national and international
consumer electronic and durables brands. It retails products ranging from music
systems to laptops, from the latest plasma television sets to DVD players, from washing
machines to air-conditioners to name a few. Typically in excess of 12,000 square feet in
size, E-Zones are primarily stand-alone concepts, but are also present within the
company’s Central malls
Format-7
COMMUNICATION
With over 2 billion phone users worldwide, mobility has now become an intrinsic part of
our personal and working lives. Mobile operators, cell phone manufacturers, content
publishers, wireless application service providers and many other key players in the
mobile industry are all working to carve out the best position in the value chain, to find
the right place from where they can best serve both their own and their customers’ needs.
En route towards 3 billion phones worldwide, a major shift would occur in consumer
interest from carriage to content and from a verbal to a growing visual world. With more
31
mobile cameras sold in 2005 than digital cameras, with more music/video players in
mobiles than iPods, with more messaging reach than PCs, convergence with the online
world is now very much a reality. In India, the story is no different. With over 150 million
mobile subscribers expected by 2008, there exists a huge potential for all players in the
mobility space. Most of the mobile phones in India are sold through ‘mom and pop
‘stores, and there is a huge grey market that exists.
MBazaar
Pantaloon realized this largely untapped opportunity and intended to be a dominant
modern retail player in the mobile space. This is what prompted the company to set up a
new division ConvergeM in 2005-06 to identify, develop and bring to the market, mobile
products and solutions tailor-made to suit the consumers requirements at competitive
prices. ConvergeM adopts a unique approach of establishing, multi-brand, multi-
category, multi-format and comprehensive solution outlets to lead and exponentially
expand the market. As in most other formats, ConvergeM too operates in the lifestyle and
value platforms. Its value offering, MBazaar is a format that addresses the value seeker’s
quest for possessing latest technologies at lowest prices. Primarily aimed at the
replacement market, a typical
MBazaar is located within most Big Bazaar stores as well as stand-alone options. This
250-500 square feet offering retails both GSM and CDMA and landline phones, while
providing options of M Pods, downloads to name a few. The mission for Converge M is to
emerge as the largest organized retailer in the mobile space, while leading innovation in
mobile applications and being the most favoured destination for all communication needs.
Format-8
Restaurant, Leisure & Entertainment
32
Increasing urbanization and rising disposable incomes are characteristics that are
common in emerging economies like India. Estimates suggest a growth in urban
consumption at potentially 20% per annum in nominal terms for at least the next 5-7 year
period.
The total number of middle to high income households is projected to reach 105 million
by 2010, thereby adding a large number of people to the consuming class. These
demographic numbers represent a young nation, which has an increased propensity to
spend in restaurants and other food service sectors, fuelling growth in the Leisure,
Restaurants and Entertainment industries.
The company is using the collaborative approach to strengthen its position in the leisure
and entertainment space. This has helped the company build a complete bouquet of
brands that span from food courts to fine dining. As the shift from high street to malls
continues, the restaurant business is expected to increase significantly. For Indians,
shopping comes hand in hand with eating and celebrating and these formats are being
developed keeping this in mind. F123 is designed as a entertainment zone that can be
present in every mall and this business is expected
to gain traction in the coming year.
F123, the entertainment zone offering is a leisure solution for all age groups. The focus
would be to offer a wide range of gaming options from bowling and pool, interactive
video games to bumper cars. The entire concept is built around international thinking
and gaming knowledge, with Indian pricing. For the year ending 2005-06, there were
three F123’s operational, with the first one opening in November 2005.
Format-9
Star and Sitara
Delivery Formats Star & Sitara
In the beauty space, the company’s offering, Star & Sitara aims at pampering the beauty
conscious consumer by offering the latest beauty products, ranging from cosmetics, skin
33
and hair care, aromatherapy and fragrances. Star & Sitara is set to be part of most Big
Bazaar and every Beauty and Health Mall, which the company is in the process of setting
up. There were 6 Star & Sitara operational as on June 2006.
Star & Sitara Beauty Salon
Star & Sitara, the beauty services offering, doubles as a unique parlour and salon for men
and women. Customers will be treated to the best quality hair and skin services at
unbelievable prices. One such store was operational as on the 30th June 2006.
Beauty & Health Mall
Pantaloon, will be the first retailer in India to offer
health, beauty and wellness products and services.
This will be led through its Beauty & Health Mall
format. Typically, of around 25,000 square feet each, these centres will include
pharmacies and beauty product zones and a host of other offerings such as health cafes,
gymnasium, healthcare services, retailing fitness equipments, yoga centres and books on
health and fitness etc. The company plans to open at least three Health & Beauty Malls
during the year 2006-07 in Bangalore, Ahmedabad and Mumbai.
Format-10
E-TAILING
The emergence of a mass base of net savvy Indians is realty today. Access to Internet is no
longer limited to a small segment of young, male urban people. Cutting across age groups,
gender, geography and socio-economic backgrounds, Indians are taking to the net like
fish to water. It is estimated that there are at least 25 million Indians who access the
Internet on a regular basis. Falling prices of personal computers and laptops coupled 34
with increasing penetration of internet, and broadband services is driving more and more
Indians to the Internet. In fact, Indians are no longer limiting their Internet usage to
email and chatting. Online shopping has finally come of age. As the leading retailer in
India, Pantaloon could ill afford to overlook this emerging segment. There is a sufficiently
large segment of online shoppers whose consumption spends needs to be captured. It’s
with this belief that the company started exploring this area. Pantaloon perceives its
online business as yet another delivery format that can potentially reach out to 25 million
customers. Future Bazaar, has modelled itself on a unique complete retailer platform.
Etailing requires extensive sourcing capabilities, warehousing capacity, buying trends
understanding & most importantly a robust & efficient logistic backend. Future Bazaar
leverages the offline brand equity and brick & mortar presence of the group via multi
channel integration to benefit on economy of scales, economy of scope in promotion &
distribution and utilizing the offline learning into online & vice-versa to grow at a faster
pace. As a new delivery format, Future Bazaar can benefit from the learning’s and
expertise gathered in existing formats as well as boost sales at these formats through the
online sale of gift vouchers
Format-11
Liberty Shoes
With fashion being the focus of the company, the intent is to provide a complete
wardrobe experience to the consumer that includes not just apparel but fashion
accessories also. Accessories speak a lot about the personality of the individual and are a
reflection of the attitude of the wearer. Footwear is one such category in the fashion
sphere that truly embodies the phrase-best foot forward.
Footwear as a category has been present in most of the company’s Big Bazaar; Fashion
Station, Pantaloons and Central retail formats. During the year under review, Pantaloon
explored the opportunity to get into branded footwear, by partnering with the well-
established footwear company Liberty Shoes. The joint venture named Foot Mart Retail
(India) Limited would launch branded footwear retail chains in the country under the
‘Shoe Factory’ brand. These stores would be located within most retail spaces that
35
Pantaloon would be present in, and as standalone stores across the country. Shoe Factory
stores would be a destination for men, women and children of all ages, who can choose
from a wide variety of quality footwear at various price points, suiting their budgets. The
venture launched its first store in Ahmedabad on 5th May 2006. Spread over nearly
13,000 square feet, this value format houses a wide range of the latest and trendiest
footwear and accessories for all occasions, at unbeatable prices.
Format-12
GINI & JONY
The company recognizes that the organized kids wear category has shown signs of
sizeable growth over the past couple of years. In order to expand and consolidate its
presence in this category, the company entered into a joint venture with the country’s
leading kids wear retailer, Gini & Jony Apparels Pvt. Ltd. This equal joint venture
named GJ Future Fashions Limited, apart from gaining additional visibility within all
existing and upcoming Pantaloons stores and Central malls will set up a chain of
exclusive kids wear stores throughout the country, addressing fashion needs of children in
all age groups, from 5 to 15 years. This initiative witnessed the opening of two stand-alone
stores during the year 2005-06 in Indore and Ahmedabad.
Format-1336
BIG BAZAAR
Isse sasta aur accha kahin nahi!
Big Bazaar has clearly emerged as the favourite shopping destination for millions of its
consumers, across the country, it’s success is a true testament to the emotional bonding it
has established with the Indian consumer, on account of its value offerings, aspirational
appeal and service levels.
Shop till you drop! Big Bazaar has democratized shopping in India and is so much more
than a hypermarket. Here, you will find over 170,000 products under one roof that cater
to every need of a family, making Big Bazaar India’s favourite shopping destination.
At Big Bazaar, you will get the best products at the best prices from apparel to general
merchandise like plastics, home furnishings, utensils, crockery, cutlery, sports goods, car
accessories, books and music, computer accessories and many, many more. Big Bazaar is
the destination where you get products available at prices lower than the MRP, setting a
new level of standard in price, convenience and quality.
If you are a fashion conscious buyer who wants great clothes at great prices, Big Bazaar is
the place to be. Leveraging on the company’s inherent strength of fashion, Big Bazaar has
created a strong value-for-money proposition for its customers. This highlights the
uniqueness of Big Bazaar as compared to traditional hypermarkets, which principally
revolve around food, groceries and general merchandise.
Boasting of an impressive array of private labels, Big Bazaar is continually striving to
provide customers with a ‘complete’ look. So be it men’s wear, women’s wear, kids wear,
sportswear or party wear, Big Bazaar fashions has it all!
Format-14
Food Bazaar
Across India, food habits vary according to community, customs and geography. Food
Bazaar, through its multiple outlets addresses this. At the same time it offers best quality
37
products at wholesale prices to a wide cross section of the India population. Food Bazaar
effectively blends the look, touch and feel of the Indian bazaar with the choice,
convenience and hygiene that modern retail provides. The food and grocery division of
the company was launched in 2002-03 and has grown to 47 stores nationwide at the end of
the current financial year. Most stores are located within Big Bazaar, Central and
Pantaloons and act as strong footfall generators. There are separate stand-alone Food
Bazaars as well. The business contributed just fewer than 50 per cent of value retailing,
and about 20 per cent to the company’s turnover during 2005-06. Food Bazaar offers a
variety of daily consumption items, which include staples, soaps and detergents, oils,
cereals and biscuits. On the product category side, the primary segregation is done on the
basis of staples, fresh produce, branded foods and home and personal care products.
Sections at Big Bazaar
B.B Fashion
Electronics
Food Bazaar
G.M. Home care
Depot
SIS
NAVRAS
Home Fashion
Communication
Facilities offered by Big Bazaar :
Online shopping: Big Bazaar has an official website, FutureBazaar.com, which
is one of the most favourite sites among people of India for online shopping.
Future Bazaar is an online business venture of Future Group, which sells an
assortment of products such as fashion, which includes merchandise for men and
38
women, mobile accessories, mobile handsets and electronics like home theatres,
video cameras, digital camera, LCD TVs, kitchen appliances and many more.
Discounts: “Hfte ka sabse sasta din was introduced by the Big Bazaar, wherein
extra and special discounts were offered on Wednesday every week, to attract the
potential buyers into their store.
Free Gift wrapping: Big Bazaar also provides Gift wrapping facility for the
product purchased from the store. This facility is provided to all customers that
also free of cost.
3.3 SWOT Analysis of Big bazaar:
Before going in to depth first of all let’s clear the meaning of SWOT analysis. Following
terms clarifies the meaning of the SWOT analysis.
Figure
All industries and companies have some strength, weaknesses, opportunities and
threats. Strengths and weaknesses are internal and are controllable while opportunities
39
s Strengths
W Weaknesses
O Opportunities
T Thearets
and threats are external and are uncontrollable. I have done SWOT analysis of Big
Bazaar which is as below.
Strengths of Big bazaar:
At Big Bazaar customer can get large variety of goods under one roof
A price of products at Big Bazaar is lower than the market prices.
It has good security system at all stores.
Quantity of sales is high at all stores.\
High quality private labels.
Weaknesses of Big bazaar:
Lacks in branded products
Unable to provide enough parking spaces to its customers at all stores.
Opportunities :
To grab the rural market of India.
To bring in the customers of other retail outlet by dealing with branded
products.
Add more products to its product category
To open up more and more number of big bazaars in different cities of the
country.
Threats for Big bazaar:
Opening up of other discounted stores like Vishal mega mart, D Mart etc.
Customers have the option of nearby kirana stores so they may prefer to
go there for small purchases.
Availability of products in other retail outlets.
40
Possible future competition from International retail companies like Wal-
Mart.
Chef Zone of Big Bazaar
Organization Structure Of Big Bazaar:
41
42
Store manager
Asst store manager
Dept manager
Asst dept, manager.
Team leader
Team member
Customer service dept
Visual merchandising
Human resource manager
Asst Dm. Administration
Maintenance
House keeping
Marketing
Security Cashiers
Sales manager
Info
43
Chapter-4
Literature Survey.....:
I nt r o duc t i o n and theoretical b a c k g r o u n d of the s tu d y
Growth of organized retail chain in India has also led to growth of private label
brands in India. Indian economy has seen average growth rate of 6.8 percent since
1994, putting purchasing power in the hands of customer. Though initial growth of
44
private label brands in India has been limited to certain categories like grocery and
apparel, it is expected to expand into many other categories as well. The CSO
estimated the economic growth of India for the last quarter of 2005-2006 to be 9.3
percent, marginally below 9.9 percent registered for China in the same period. For
the same, given scope for high growth, management consultancy A. T. Kearney
has placed India on top of its Global Retail Development Index in 2006. Currently,
organized retail in India is estimated to have only 3 percent share. In the total retail
market, it is expected to grow at 25-30 percent. Thus, with the growth of
organized retail in India, the private label brands are also expected to grow as
experienced in other developed countries. The growth of private label brands in
India presents an interesting opportunity for the retailer to understand the
motivations of consumers behind choice of private label brands
M e a n i ng o f P r iv a te L a b e l B r a nd s :
A private-label product is a manufactured good that a retailer purchases from a
supplier, with the intention of renaming, repackaging and selling it under the
distributor’s own brand name. Depending on the agreement between a
manufacturer and a retailer, the manufacturer sometimes handles the packaging
and labelling for the retailer for an additional charge. Otherwise, the retailer is
responsible for the process of dressing up the product as its own. Thus, it can be
said that Brands owned not by a manufacturer or producer but by a retailer or
supplier who gets its goods made by a contract manufacturer under its own label
are called private label brands. Manufacturers use either their own name, that of a
Middleman or a combination of both when they are marketing their product
45
Private labeling occurs when middlemen, usually large retailers or wholesalers,
develop their own brand. Building a following from scratch through private-label
products, especially in rough economic times, is challenging because smaller
retailers do not have the marketing budget compared to their larger-sized
competition.
E v ol u t i o n of p r i v a te l a b e l b r a n d s :
The definition of private label branding has evolved significantly over time. Some
would argue the term “private label” is a misnomer of great proportions. There is
no question that the words “private label” acknowledges the birth, history and
existence of generic and store brands. Yet, the term does not adequately capture
the extent to which private label has progressed. Today's retail marketers are
managing their proprietary brands with the same combination of care and
innovation as manufacturers of national brands. In recent years, retailers have been
liberating themselves from the traditional definition of private label marketing as
being the poor relative of national brand consumer goods, and, in doing so,
opening up huge opportunities for private label branding. These opportunities
require the adoption of a different set of marketing and branding practices to
support and propel the retailer’s business and marketing ideals for its private label
brands.
The key to successful marketing management for today’s retailers is to understand
the contribution and role of their proprietary or “own” brands in the long-term
business strategy and marketing mix of the retail store and consider both the
supply side and the demand side of the equation. Effective category management
can enable retailers to solidify and optimize supply chain relationships. Strategic
brand management goes hand in hand with these endeavours to establish
Sustainable points of difference in each aisle and segment within the store.
46
47
It also spurs decisions about how to appropriately define the retailer’s “own” brand
portfolio in order to galvanize consumers to connect and reconnect with its franchise in
a compelling manner.
Benef i ts o f P r iv a te L a b e l B r a nd s :
1) Since manufacturers' (producers') brands have large advertising
expenditures built into their cost, a private labeler is able to buy the same
goods at a lower cost and thus sell them at a lower price and/or at a better
profit margin.
2) In addition, private labelers have more control over pricing and are able to
advantageously display their own brands for maximum impact. For
example, a grocery store can quickly reduce the price of its own private-
label brand in order to meet or beat a competitor's price. Or the grocery
store can create a special point-of-purchase advertising display and/or give
its brand predominant shelf space in order to boost sales.
3) Private-label brands are usually priced lower than comparable
4) Manufacturers' brands and therefore appeal to bargain-conscious
consumers. An example of a private-label brand would be a supermarket
product bearing a store label with a product's name. As already mentioned,
retailers like PLBs because of their potential to increase store loyalty, chain
profitability, control over shelf space, bargaining power over
manufacturers.
48
Introduction to private brand strategies:
Private brand strategy has become a superior category of management skills and a
basis for establishing customers‟ shopping preference in retail channels. The
marketing channels are facing increasingly fierce challenges, which include
continuous development, new product types, new category management and new
privately own brands that meet customers‟ diverse demands. With rapid marketing
advancement, more innovative types of retail channels, such as department stores,
hypermarkets, wholesale warehouses, warehouse clubs, shopping malls, shopping
centres, power centres, theme/festival centres and outlet centres are develop and
introduced into the market.
Fig-1 Private label Brand: conceptual frame----
49
Brief view of Big Bazaar’s Products and it’ s own brands :
Fashion Dept Food Bazaar GM-Home Gm-fashion
Table-1 (Big bazaar’s products and its own brands)
Denims & T-shirts
Staples PURE &
FRESH
Utensils(dream line) Depot
Fabrics & Cut pieces
Fruits & Vegetables Furniture(dreamline,mo
nza)
Luggage
carriers(mi
lestone)
Formal wear
Ready to cook TT
Electronics
KORYO, SENSUICasual wear
Non food CM,sach
Party wear
Species
Ethnic wear
Live kitchen
Accessories
Under garments
Night wear
Dress material
50
Saree SHRISTHI
Foot wear DJ &C,
MERCHANDISE OF OWN BRAND:
Private labels are brands owned, merchandised and sold by retailers themselves. These
can be categorized into store brands, store sub-brands &Umbrella brands. They are
also called in-store or own brands. Private labels are unique to a particular retailer and
they can be divided into a number of categories where the retailer’s name is evident on
packaging. From apparel, healthcare products and furnishings to consumer items, they
are making their presence felt in a variety of retail items in the country.
Globally, private labels contribute 17% of retail sales with a growth of 5% per annum.
International retailers like Wal-Mart of USA and Tesco of UK have 40% and 55% own
label brands representation in their stores, respectively. Private label penetration in the
United Kingdom is close to 37 per cent currently, and is forecast to exceed 40 per cent
by 2011. In Germany private label has shot up from 12 per cent of sales to 34 per cent
over the last decade. And apart from the multi-brand retail stores, a category of
retailers like IKEA, Toys ‘R’ Us, Zara has also been created who sell only private label
brands.
Growth in IndiaAnd now, the role of private labels is gaining significance in the
developing markets too. In India there is a growing trend towards acceptance of private
label brands and thus
51
their penetration is on the rise especially in the apparel, consumer durables, home care
and FMCG segments. India is still an under-branded country and in each category
there is still a lot of scope for growth, this is where the private label comes in and the
story is looking good so far. For instance, Future Group has already tasted the success
with its Tasty Treat brand which is just behind Frito Lay in the potato chips segment.
Its Care Mate in the baby diaper segment has left behind Huggies in the in-store sales.
At Spencer’s, diapers and agarbattis sell more than market leaders across the store
chain.
Experts comment that when it comes to local tastes and preferences, private label
brands have an advantage over national brands and this reflects in the increasing
percentage share of these goods in Indian retail chains. As the figure 1 shows, among
the major Indian players, the degree of private label penetration is the highest in Trent
with 90 per cent, followed by Reliance Retail (80 per cent) & Pantaloon (75 per cent).
52
Chapter-5
53
OBJECTIVES and SCOPE of the project
Commercial Objectives behind launching Private Labels
There are certain objectives that a retailer has in mind before getting into private label
goods. Figure 2 lists the benefits that a retailer expects from the in-store brands.
Higher Margins
Private label goods are cheaper to produce than branded goods. Besides, due to the lack
of advertising and marketing expenses they provide double advantage to the retailer
when it comes to the profit margins. While majority of branded goods provide margins
in the range of 6-12%, private label goods can offer margins up to 40% . Not only they
give a higher margin to the retailers, private labels have also changed the balance of
power between brand manufacturers and retailers, giving the latter a decided
advantage when negotiating terms with the brand manufacturers.
Stronger Customer Loyalty:
As the private label offerings increase and the quality is assured, a high sense of loyalty
is cultivated among its customer base. This customer loyalty is the result of an affinity
with the retailer brand which implies that the development of private label brands can
tangibly enhance the retailer’s brand itself. So in the long run, the private labels become
an important tool for the retailer to establish its positioning and strategically attract the
target customers to its outlet. Numerous studies have also shown that private label
54
buyers are more store-loyal and not as easily influenced as brand buyers.
Differentiation
Through private labels, retailers get a
chance to bring in unique products in
their supply chains that have not been
branded before. So if a retailer can cater
to the local tastes and preferences of the
consumers well by top quality private
labels then they can differentiate
themselves from other stores and become
destination stores. In effect, it’s a win-
win situation even for the producers who get a chance to display their produce.
Freedom with Pricing Strategy
A retailer promoting a private label has the added benefit of greater freedom to play
with pricing strategies, as a result of which these are overall cheaper than brand
leaders. For instance, in USA, some private labels are 25 percent cheaper than leading
brands. In addition, since it is an own private label, the retailer has the freedom to
create its own marketing strategy and have more control over its stock inventory. This
command of all the stages that a product goes through, gives the retailer high flexibility
inpricing.
Positioning during economic downturns:
The growth of private labels is likely to continue in the current financial environment as
cash-strapped consumers' perception of the products as a cheaper option changes. The
price advantage of private labels leads to the belief that these score in times of economic
meltdown, and further that this newly-acquired market share is maintained even as the
recession swings out. Even after the economy bounces back, consumers will naturally
gravitate towards products marked at lower prices yet offering the same quality,
especially where the retail name is a trusted national or regional player.
Private Label Maturity Curve
The share of private labels is related to the level of retailer sophistication and
55
concentration in the country. In economies where retail is more consolidated, private
label shares are both higher and expected to grow faster. However, the Indian retail
industry is highly fragmented at the moment and organized retail is in its nascent phase
presently with contribution of about 5% to the whole market . In this stage, the private
labels that are launched play mostly the price game to compete with the branded
products. At this stage, most private labels which have acceptance are at the bottom of
the pyramid of retail products. However, as the retailers mature and gain experience
they want to move up the pyramid where realizations are higher. As figure 3 depicts,
over a period of time as the market matures, the retailers shift their focus from price to
product quality which leads them to a stage where they can launch their own brands in
the premium category expecting to capture the brand equity and the customer loyalty
built over years of good service. The consumers too, at this point, have enough trust and
confidence to accept premium products from the retailer.
Implications_for_Indian_Retail_Marketers
Identify the needs of your customer base
The private label should provide the required functional as well as emotional attributes
and benefits. Keeping in mind that it already has a price advantage, this ensures that it
takes into account needs that are important to consumers and hence, offers a reliable
point of difference from other category players. By offering a differentiated value
proposition, a private label utilizes the approach that national brands use to arrive at a
holistic benefit proposition rather than the specific positioning they use. This furthers
its promise that has been already informed by the competition, confirming its category
membership, but is clearly not a me-too expression. It is also successful as it
demonstrates a commitment to offer consumers multiple choices and varieties with
distinct attributes, benefits and price points.
Leverage_the_Consumer_Connection
A successful private label has the ability to own the consumer connection and has the
capacity to strike a chord with consumers in multiple categories of products. Unlike
56
national brands, private labels are offered exclusively through a specific retailer and
can easily surpass specific categories because they have a consumer focus rather than a
product focus as their brand foundation. These brands instigate trustworthiness and
allegiance from their loyal consumers that the parent store becomes their conscious and
obvious retail source for certain categories. Moreover, these categories may be the
reason that consumers are initially drawn into the store, but once they get there, the
store also has the prospect of encouraging them to spend more on impulse purchases.
Therefore, the private labels not only reinforce enduring loyalty and positive feelings
for the retail brand, they also enable the retailer to capture a more significant share of
the consumers’ heart, wallet, mind space and lifestyle than a national brand.
Communicate at the Point Of Sale
Retailers need to be more cognizant of the significance of the communication with the
consumer at the point of sale. They own the canvas consumers shop on and thus,
through store environments, in-store messaging (like signage), merchandising systems,
and packaging as well as external messaging like circulars, catalogs and advertising in a
congruent manner, the retailer is able to create a lasting impression in-store, at shelf, at
the time of purchase and during usage. Retailers need to make sure that they send out
the right message at these interaction points. Moreover, many of these messages do not
require revolutionary change for extended periods of time, so they perpetuate a
persuasive branded voice and don’t require constant investment from the retailer.
Collaborative category management
Category management is instrumental for a retailer to realize its own-brand goals and
aspirations. To maximize the efficiencies of product flow throughout the distribution
system, a retailer must be aligned with the supplier. The relationship between the
retailer and trade should become increasingly about cooperation and lesser about the
retailer negotiating with the manufacturer or supplier on price. By joining hands, they
can strengthen their trade relationships and ensure that the category as a whole
remains profitable and emotionally appealing to the customer resulting in both private
label and branded goods as winners. They can collaborate in understanding and
deciding how to optimize the product lines and Stock Keeping Units (SKUs) that will
progress the category definition as a whole and determine plan grams and shelf
57
allocations to rally the greatest degree of category interest and excitement from
consumers.
Manage Brand Architecture the right way
Brand architecture is a critical consideration for private label marketing. Once the
brand proposition solidifies, the brand architecture strategy enables decision makers to
promote this promise at the store level in order to stimulate a sense of familiarity,
recognition and trust. Also, private labels have broader set of aisles than national
brands. Because of this, it becomes more and more important to differentiate its
attributes and benefits on an aisle, category and product basis. So the implication for
the retailer is to strike the right balance of similarities and differences with brand
messaging and portfolio offerings.
METHODLOGY
How Big Bazaar grow, and what it does to market its products ?
Retailing in India has witnessed a huge growth in the recent
years.
Retailing in India is gradually inching its way towards becoming the next boom.
The Indian retail industry is largest among all the industries in India, According
to the India Retail Report 2009 compiled by research group “Images F&R
Research” rising economic growth will fuel the growth of industry and it will
touch Rs. 18,10,000 crores by 2010.
Big Bazaar is Indian personification of retail. It’s like an Indian bazaar or mandi
or mela. Big Bazaar, which has become a household name by now, has emerged
as one of the prominent organised retailing player in Indian arena. It has been
successful in establishing a chain of shopping malls in various cities of India,
reflecting the look and feel of Indian bazaars at their modern outlets targeting
higher and upper middle class customers with a strong distribution network.
Big Bazaar faces a formidable competition from the unorganised sector. Change
in consumer behaviour, intensification of competition with the emergence of new
players has made it difficult to achieve the forecasted success. An insight into
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unorganised retailing reveals that it enjoys higher margin due to many reasons
including low operational cost, and low taxations.
Being aware of the threats and opportunities present in the Indian retailing, the
top management at Big bazaar planned various strategic alternatives. Big
Bazaar has huge promotion budgets. The biggest idea behind all advertisements
is to prompt people to do bulk shopping. There are two types of promotional
strategies of big bazaar. One is the holistic advertisement which promotes the
brand and creates awareness among people. Other type of promotion is the
particular store oriented promotion. There are promotional efforts even inside
the store
Big Bazaar ensures that no other kirana store / departmental store are offering
considerable discount compared to its own price. This helped it Big Bazaar in
being the "value for money" store. Product mix at Big Bazaar is compared to
kirana.store.
7P Analysis of Big Bazaar
• Product: Big Bazaar offers a wide range of products which range from apparels, food,
farm products,furniture, child care, toys, etc. Products of all the major brands are
available at Big Bazaar
• Price: The tag-line is "Is se Sasta aur accha aur kahin nahi". They work on the model
of economics of scale. There pricing objective is to get "Maximum Market Share".
• Place: Big Bazaar stores are located in 50 cities with 75 outlets. Big Bazaar has
presence in almost all the major Indian cities.
• Promotion: The various promotion techniques used at Big Bazaar include "Saal ke
sabse saste teen din", Future Card (the card offers 3% discount) Brand Endorsement
by M. S. Dhoni, Exchange Offer - ‘Junk Swap Offer’, Point-of-Purchase Promotions.
Advertising has played a crucial role in building of the brand. Big Bazaar
advertisements are seen in print media, TV, Radio (FM) and road-side bill- boards.
• People: Well-trained and dressed staff, Employees are motivated to think out-of-the-
box.
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• Process: Multiple counters with trolleys to carry the items purchased. Proper display /
posters of the place like (DAL, SOAP, etc.).
• Physical Evidence: It deals with the final deliverable or the display of written facts.
This includes the current system and available facilities.
Strategic Decisions Taken to Build the Big Bazaar Brand
Indian customers prefer to purchase grains, grams, etc., after touching them, so it’s
better not to sell in polythene packs. Big Bazaar has counters where you can touch
wheat, rice, sugar, etc., before purchasing. Advertisements about schemes and offers
through local newspapers, radio in local languages, inspires customer more than the
traditional ways. For Indians, shopping is an entertainment; they come in groups, with
families so Big Bazaar offers something for every section of family. Their newspaper
advertisements are present just before launch of any new scheme. This creates aura
about the Big Bazaar brand in the minds of customers. Big Bazaar bill-boards are
displayed on prime locations in various cities as a brand building exercise. They display
the catch-phrases now-a-days. For a retailer, location is one of the most important
things. The strategic decisions to secure spaces before other retailers join in have
resulted in creating early presence in market.
STRATEGY TO INCREASE OWN BRAND SALES
Customers decide daily whether to pay the extra cost for a prettier label and
have to make the choice on whether or not the produce is as good as the branded
products they buy.
There are two generic philosophies that come into play when considering
whether to buy supermarket own or well known branded products, one is that
you only get what you pay for and quantity grants quality.
Alternatively, there is the thought of why should you pay about three times the
price for a product with a colourful label and a name everyone recognises
Human mind is a strange thing. It combines the conscious and the unconscious,
the rational and the irrational. People act as the mind asks them to do. If
somebody can influence the human mind he/she can get the desired result. This
is very much true in case of branding your company.
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Whether you have a small business or a big business, the customers have
developed certain ideas about your company, product or service and this is
called brand in a nutshell. The best way of improving your business is spreading
awareness about your brand among the consumers.
It seems that many of the companies have lost sight of the significance of
establishing brand loyalty and it is mainly reflected in the poor quality of their
product and inadequate customer service. So firstly you should improve the
quality of your product as well as offer satisfactory customer service.
Another important factor that contributes a lot in developing brand loyalty is
advertisement and marketing. In present time wherever we look TV ads,
banners, hoardings, magazines, billboards draw our attention and we find some
or the other brand is reminding us of our need and promising to provide us with
more than our expectations.
When a customer comes to buy a product a number of factors meld his/her
decision of buying a product of a particular brand. The decisive factors include
past experience of quality, price, word-of-mouth, customer service, brand
connotation and so on. Brand loyalty occurs only when the customer is satisfied.
Brand loyalty can be divided into two broad categories: behavioural brand
loyalty and attitudinal brand loyalty.
Behavioural Brand Loyalty
Behavioural brand loyalty is mainly determined by repeat purchase. If a customer buys
your product over and again it means that the customer is loyal towards your brand.
But at times it might not be true and the customer might be forced to buy your products
because of situational constrains. However customer behaviour always reflects his/her
perception about a brand. Depending on a customer's perception a company develops
its branding strategy.
Attitudinal Brand Loyalty
Attitudinal brand loyalty should be the ultimate goal of any company. It determines a
customer's favourable attitude towards a brand. It is not only indicated by repeat
purchase but much more than that. If a customer is completely committed to a brand
he/she will be indifferent to price change. They will be ready to pay high for a product
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when they know that the company offers value for money. Not only that he/she will also
recommend your brand to others when they realize that your brand actually keeps the
promise it makes.
When the customers are committed to your brand they will not only look for their own
interest but also the interest of the brand. So be honest to your customers and don't fool
them. You can be benefited by doing so (e.g. selling a bad product at a high price) for
once but you will lose that customer for ever.
Brand loyalty is an asset for a company.
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Food and Non Food private label products of BIG BAZAAR
Electronic private label products of BIG BAZAAR
KEY FI N DIN G S :
1) Considering d e m o g r a p h i c s and the ir preference towards hyper market, Big Bazaar has competitive advantage over other store since it is the only hyper market in the city.
2) Most of the customers are looking for brand with lower price.
3) Male customers were more brand conscious rather than female, it
seems male fashion private brands need intensive care while entering.
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4) Non food department is the area where customerwouldn’t‟t
compromise at brand, 2nd would be the food department.
5) On the other side foot wear and electronics are the least bothered
about brands.
6) Among five promo mediums that Big Bazaar-Hubli follows, Advt in
print or digital is the most effective one.
7) Among the fashion private brands, DJ & C and AFL are well known
brands for the customers.
8) Among the Food Bazaar’s private brands, Tasty treat and Pure &
Fresh are well known brands for the customers.
9) The brand Koryo is being the preferred one in electronics segment .
10) Customers felt that private brands are more economical and
quality assured.
11) Even the brand conscious customers have shifted towards private
brands, performance of these brands ii quite well in terms of
quality, lower price and service.
12) Among fashion private brands, DJ & C is the brand which made
higher customer shift from national brand, like wise we got Tasty
treat in Food Bazaar and Koryo in electronics segment.
13) The non food segment private brand, Sach has least awareness
among all other available private brands in the store.
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Chapter-6
RESEARCH METHODOLOGY
Big Bazaar basically means business and in business collection of raw data allows the
managers to see the real scenario and then take a decision as per the data obtained.
There are several implications in this statement:
They can examine the available information in the form of data to make a
decision
They can even get a clear picture of the scenario or potential of Big Bazaar as
compared to other retail stores in the city.
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The information can only be gathered by data collection and then analyzing the
available data.
Therefore, it can be said that the data collection is an important part of the
project.
The projected objectives were considered and as per the requirement a market survey
was done.
Procedure:
The procedure that followed can be enlisted as below:
Reading about the product
Deciding on the objective to proceed.
Developing Survey instruments
Conducting personal interviews of different age-groups, sex, monthly income and
occupation through a Questionnaire.
Process adopted:
1. Gaining knowledge about the product at Big Bazaar:
Reading about the products was the first step undertaken. This gave not only in
depth knowledge about what is been offered by other players but also proved useful
while developing the questionnaire.
2. Steps in the Development of the Survey Instruments
The main instruments required for survey was a well-developed questionnaire.
The questionnaire development took place in a series of steps as described below:
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DataRaw numbers Information
67
Research objectives are being
transformed into information objectives.
Research objectives are being
transformed into information objectives.
The Appropriate data collection methods have been determined
The information required by each objective is being determined.
Specific Questions/Scale Measurement format is developed.
Question/Scale Measurements is being evaluated.
Customer Survey:
The people play an important part as a clear perception of people about the
product can be estimated and known. Studying the need levels of the people
regarding the products can be observed. It was very useful in knowing about the
requirements of the people.
Research Design:
A two stage Research was conducted:
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The number of information needed is being determined.
The questionnaire and layout is being evaluated.
Revise the questionnaire layout if needed.
The Questionnaire format is being finalized.
1. Secondary Research:
Data was collected from websites and catalogues to understand the product of the
different players
2. Primary Research:
A Primary Research was conducted:
The questionnaire was prepared for the companies and following areas covered:
competing retail stores
Features offered by different stores
Consumer profile
Satisfaction level
Reasons for their purchase.
Desirable features of the product and service.
Sampling Plan: Elements: The target population of the study included the general
population of every age who enters to the Big Bazaar
Sample size: 150 people.
Data Collection
The final draft of the questionnaire (see Appendix) was prepared on the basis of the
observations from the pilot study. These were then finally filled by 100 customer, for
the conclusive study.
Finally the data collected was fed into the data analysis software- SPSS, to be analyzed
using statistical techniques.
Types of Primary Data collected:
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Socioeconomic Characteristics:
Socioeconomic characteristics are sometimes called “states of being” in that they
represent the type of people. The factors on which we are working are occupation.
Monthly transaction is also an important parameter but it is difficult to verify.
Although the amount of money that business unit earns in a month is an absolute,
not a relative quantity but it is a sensitive topic in our society and it is difficult to
determine.
Attitudes/Opinions:
Through the questionnaire we have tried to get hold of customers preference,
inclination and requirement. Attitude is an important notion in the marketing
literature, since it is generally thought that the attitudes are related to the
behaviour of customer.
Motivation:
Through the questionnaire we have tried to find the hidden need or want of
customer and have tried to find if these people can be tapped as the potential
customer for Big Bazaar.
Behaviour:
Behaviour concerns what subjects have done or are doing. Through the
questionnaire we have tried to find out the behaviour of the individuals
regarding the product and their responses. If the responses are favourable
then the person can be said to be our potential customer. The primary data
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serves as an important tool to measure the behavioural trend of the
customer. It helps in answering some of the vital Questions.
Obtaining the Primary Data:
The data collection was primarily done through communication. Communication
involves questioning respondents to secure the desired information, using a data
collection instrument called questionnaire. The questions were in writing and so
were the responses.
Versatility:
It is the ability of a technique to collect the information on the many types of primary
data of interest to marketers. It has also been found that some of the people do not
answer truthfully to all the questions especially in the case of the personal details.
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Chapter-7
Data Analysis and Interpretation:
Q.1 Do you purchase private label brands?
We have selected all 150 members purchases Private brands.
Q.2 Generally in which category you purchase private label brands?
FMCG
Consumer
Durables Apparels Grocery Other
46 36 42 26 0
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Findings:
From the above Pie chart, it can infer that large amount of purchase is occurring in
FMCG and Apparels category which are followed by Consumer Durables. It may be,
because the consumer durables products are normally high involvement products.
Consumers normally don’t hesitate in spending their money easily in low involvement
products which does not have long term life.
Q.3 Where do you buy the private label brands from?
Shopping mall Speciality stores Internet others
72 58 20 0
shopping mall48%
speciality stores38%
internet13%
others1%
Sales
Findings:
From the above Pie chart, it can be infer that normally consumers’ gives first preference to
large shopping malls and speciality stores who sells their own branded product, who are also
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known to local public. With some increase in use of internet in shopping habits of Indians,
these medium also has starting to play their role.
Q.4 Mark the following statements with 1 if you strongly agree to 5 if you strongly
disagree.
Statement 1- I feel confident when I use PLBs
Strongly agree agree neutral disagree highly disagree
23 46 31 30 20
strongly agree agree neutral disagree highly disagree0
5
10
15
20
25
30
35
40
45
50
Findings:
From the above data, it can be inferred that out of 150 respondents, majority of them are
more confident when they use private label brands. They don’t hesitate to use private label
brands.
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Statement 2- I find economical to buy PLBs.
Strongly agree agree neutral disagree highly disagree
26 72 32 20 0
strongly agree agree neutral disagree highly disagree0
10
20
30
40
50
60
70
80
Finding:
From the above data, it can be inferred that out of 150 respondents, high percentage of
them are feeling economical when they purchase private brands.
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Statement 3-PLBs may be associated to luxury.
Strongly agree agree Neutral disagree highly disagree
19 54 35 42 0
strongly agree agree neutral disagree0
10
20
30
40
50
60
Findings:
From the above data, it can be seen that respondents showed a mix response though the
weight age is more inclined to positive side for private label. 73 respondents (19-strongly
agree, 54-Agree) were agree that it may be associated to luxury, while 42 were disagree.
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Statement 4- I find PLBs good for one’s image.
Strongly agree agree Neutral disagree highly disagree
19 42 42 32 15
strongly agree agree neutral disagree highly disagree0
5
10
15
20
25
30
35
40
45
Findings:
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Statement 5- PLBs have youthful image.
Strongly agree agree neutral disagree highly disagree
20 36 31 55 8
strongly agree agree neutral disagree highly disaree0
10
20
30
40
50
60
Findings:
One negative aspect about PLBs which is seen in this context of Youthful image of PLBs
is if we compare the data, few of respondents have considered the PLBs as having
youthful image. The reasons may low advertisement of private label brands than that of
national brands.
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Statement 6- It is securing to use PLBs
Strongly agree agree neutral disagree highly disagree
52 58 25 15 0
strongly agree agree neutral disagree0
10
20
30
40
50
60
70
Series1Series2Series3Series4
Findings:
Most of responded have agreed that it’s secure to use PLBs as we can see from the
above chart. Most of the owners of PLBs provides all information about their products
so that there will be no confusion regarding the same. This may be the main reason.
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Statement 7- I find PLBs simple to purchase.
Strongly agree agree neutral disagree highly disagree
28 75 19 28 0
strongly agree agree neutral disagree highly disagree0
10
20
30
40
50
60
70
80
Findings:
From the above data, it can be seen that most of the respondent found it simple to
purchase PLBs compare National Brands. This may be because the owner of the shop
always has more information about his products rather than the products of the
National brands. So the consumer can easily acquire the information which he needs to
make a purchase of a product.
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Statement 8- It’s reasonable to buy PLBs
Strongly agree agree neutral disagree highly disagree
30 49 42 22 17
strongly agree agree neutral disagree highly disagree0
10
20
30
40
50
60
Findings:
From the above data, it could be gained that majority of the respondents find Private
label brands to be very reasonable to buy. Reasonability is not gaining very strong
response but major of them agree on a neutral scale that it is reasonable to buy PLB.
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Statement 9- Warranty is provided with PLBs
Strongly agree Agree neutral Disagree highly disagree
17 65 46 22 0
strongly agree agree neutral disagree highly disagree0
10
20
30
40
50
60
70
Findings:
Normally owner of shop provides warranty on his own products, because he is confident
about his product as this would build up his brand. And giving warranty is a major
source to attract clients and also repurchase could be enhanced by the same.
Respondents also agree with this belief as it can be seen from the above table and chart.
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Statement 10: I think that PLBs are innovating
Strongly agree Agree Neutral disagree highly disagree
20 62 39 16 13
strongly agree agree neutral disagree highly disagree0
10
20
30
40
50
60
70
Findings:
From the above data, it can be seen that consumers agree that PLBs are innovating. The
major reason could be because of the launch of the Private label brands in many new
sectors and that too with more features and quality in comparison to the national
brands.
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Statement 11 It is convenient to purchase PLBs
Strongly agree agree Neutral disagree highly disagree
43 51 36 20 0
strongly agree agree neutral disagree highly disagree0
10
20
30
40
50
60
Findings:
From the above data, it can be imbibed that respondents/consumers feels purchasing
PLB to be convenient may be due to the easy availability and reasonable pricing.
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Management Implications
In consumer marketing, brands often provide the primary points of differentiation
between competitive offerings, and as such they can be critical to the success of retailers
and manufacturers.
Private label brands have made tremendous inroads over the past two decades. Although
the success of private labels has been limited to certain product categories and segments
of consumers, retailers continue to expand the domain of private label offerings.
In this exploratory study, our objective was to assess how PLBs are perceived in a
multicultural context. Findings comprise some main points that are valuable for retail
firms operating in multi-cultural contexts.
First, an array of statements is found to be highly associated with PLBs image including
convenience, economy, reason and simplicity. Some of these items (i.e. convenience and
reason) were previously associated with national brands. This result shows that
consumers are now aware that PLBs are improving their quality. So, from now on,
retailers have to launch much more PLBs products and to focus on their improved PLBs
quality.
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Limitations of the Research
This work does suffer from some limitations. The first of these limitations stems from
the use of a student sample.
Although the sample does have some characteristics that are desirable in terms of their
similarity to the wider population of consumers’ students, the sample does not allow for
consideration of the impact of consumer variables such as income or education, both of
which have been demonstrated to impact private label purchasing behaviour.
Future research in this area needs to consider a broader array of consumers living in
multi-cultural contexts. Second, future studies should also investigate other factors that
influence the PLB image perception, i.e. characteristics of the consumers who buy
PLBs, their exposure to global consumer culture, amongst other traits. In this respect,
they can distinguish clearly between intrinsic and extrinsic cues in PLB image
perceptions.
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Chapter-8
87
Suggestions and Recommendations:
1) This is the time to create a positive image of private brands for your
customer which will lead to stronger brand loyalty.
2) We have greater freedom with pricing strategy to create our own marketing
plans, so promos or melas should be private brand centric.
3) Reduce dependence on brand names for sales, other side private brand
needs to be promoted as national brand.
4) As of now better not to introduce more private brands in to the non food
and food segments. Since it is brand sensitive area.
5) Foot wear and electronics is the area where more no of private brands can
be introduced.
6) Advertising in print/digital media is being the best medium for promotions
so this is the place where customers get aware of new brands.
7) Fashion private brands such as Knighthood, Spunk and Matrix, electronics
private Sansui, Food bazaar’s private brands Sach, care mate and clean
mate need more promotional activities to be sensed by the customers
frequently.
8) DJ & C should concentrate on providing latest models, this was the reason
for DJ & C rejection.
9) As of now, Koryo is best choose for small appliance so this the time to
grab attention towards it.
10) Higher visibility in possible media and proper visual merchandising can
increase the awareness of the brand Sach.
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89
Chapter-9
Conclusion
The growth of private labels in the Pantaloon retail industry is inevitable but Big
Bazaar retailers do need to keep a few things in mind. Promotion of own label and
allocation of large shelf space at the expense of well-marketed other brands can depress
the overall size and value of the category while on the other hand, joining hands with
them and following principles of category management can create a win-win situations
for both. Retailers need to realize the importance of consistent brand message and
should ensure that the product quality backs it well. Moreover, when used as an
umbrella brand, the brand portfolio should be managed properly as to avoid any
negative impact on the store brand. To conclude it is quite evident that as the Pantaloon
retail industry consolidates over next decade, retailers will look to differentiate among
themselves and private labels will form a highly significant part of their strategies.
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Appendix
Consumer perception towards private label
Questionnaire
1. Do you purchase private label brands?
Yes
No
2. Generally in which category you purchase private label brands?
FMCG
Consumer Durables
Apparels
Grocery
Other(please specify)_______
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3. Where do you buy the private label brands from?
Shopping malls
Speciality stores
Internet
Others (please specify)_________
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4. Mark the following statements with 1 if you strongly agree to 5 if you strongly disagree
Statements Strongly
Agree
1
Agree
2
Neutral
3
Disagree
4
Strongly
Disagree
5
I feel confident when I use PLBs
I find economical to buy PLBs
PLBs may be associated to luxury
I find PLBs good for one’s image
PLBs have youthful image
It is securing to use PLBs
I find PLBs simple to purchase
It’s reasonable to buy PLBs
Warranty is provided with PLBs
I think that PLBs are innovating
It is convenient to purchase PLBs
Personal Details:
Name:_____________________________ Age__________________
Area of Residence:___________________ Sex___________________
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BIBLIOGRAPHY
www.privatelabel-india.com
www.bcognizance.iiita.ac.in
www.mywestside.com
www.pantaloon.com
www.futuregenerali.in
www.indiaretailbiz.com
BOOKS:
Strategic Brand Management - Kevin Lane Keller
Retailing Management – Swapna Pradhan
Research Methodology - C.K. Kothari, M.V. Kulkarni.
Marketing Management - Philip Kotler
NEWSPAPERS: Economic Times and Articles..
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www.futurebytes.com
www.pantaloon.com